凯捷—平衡计分卡—An Introduction to Balanced Socrecard.ppt

BalancedScorecardBackground,Overview&Examples2011.10.12,TheBSCconcept,MeasurementMotivatesBehaviour,“Whatyoumeasureiswhatyouget”,“Itsnotwhatyouexpectitswhatyouinspect”,“Ifyoucanmeasureit,youcanmanageit”,TheBalancedScorecards(BSC)fundamentalpremiseisthatmeasurementmotivatesbehaviour,Thescorecarddifferssubstantiallyfromtraditionalmeasurementapproaches,TheBSCsfocusisonfactorswhichcreatelong-termeconomicvalueinanorganisation,forexample:Customerfocus.Organisationallearning.Businessprocesses.Traditionalaccountingmeasuresarebydefinitionbackwardlooking:Financialmeasuresonlyreflecttheresultsofactionsalreadytaken.Donotprovideanindicationoffuturefinancialperformance.Donotindicatedesiredperformance.Donotprovideabasisforplanningandtargetsetting.,CriteriaForAGoodBalancedScorecard,AGoodBalancedScorecardwill“Tellthestory”ofyourstrategy,CauseandEffectRelationships:Everymeasureshouldbepartofa“causeandeffect”chaintodetermineifthemeasurescorrectlyrepresentsanddrivesthestrategy.LinkedtoFinancials:EverymeasureselectedshouldultimatelyDrivePerformance.Focusonfactorsthatcreatelong-termvalue.Abalanceofleadandlagindicators:MeasuresthatCreateChange:Measuresmustcausetheorganisationtochangeitsbehaviourinsomeway.,CompanyStrategy,As-Is,Vision,ClarifyingandTranslatingtheVisionandStrategy,StrategicFeedbackandLearning,PlanningandTargetSetting,CommunicationandLinking,Feedbacksystemusedtotestthehypothesesonwhichstrategyisbased.Strategydevelopmentisacontinuousprocess.,Stretchtargetsareagreed.Investmentsaredeterminedbythestrategy.Annualbudgetsarelinkedtolong-rangeplans.,Goalalignmentexistsfromtoptobottom.Opencommunicationofstrategyisbasisforemployeeempowerment,BalancedScoreboard,TheBalancedScoreboardcreatesastrategicframeworkforaction,Thestrategyisthereferencepointfortheentiremanagementprocess.Thesharedvisionisthefoundationforstrategiclearning.,TheBalancedScorecardtranslatesvisionandstrategyintofourdimensionsofperformance,“Whenweachieveourvision,howwillourorganisationlearnandgrow?”,“Whenweachieveourvision,howwillwelooktoourbusinesspartners?”,“Whenweachieveourvision,howwillourinternalbusinessprocessesoperate?”,“Whenweachieveourvision,howwillwelooktoourshareholders?”,Vision,CustomersandPartners,Financial/Shareholder,InternalProcesses,LearningandInnovation,Foreachofthefourdimensions,objectives,measuresandtargetsareexplicitlydefined,InternalProcesses,Objectives,Measures,Targets,LearningandInnovation,Objectives,Measures,Targets,Vision,Thelinkagebetweenthefourdimensionsiscrucialinensuringlong-termsuccess,Financial,Clientsatisfaction,efficientandeffectivedeliveryofserviceswilldeliverfinancialresults.Excellentprocessesandpeoplewilldeliverclientsatisfaction.Goodpeopleinefficientprocessessupporteffectiveness.Youneedgoodpeople,peopleprocessesandstructuretoachievehighperformance.,ShareholderValue,Partners/Customers,InternalProcesses,Learning&Growth,Alignmentthroughtheorganisationwillbeachievedbycascadingthescorecard,HighLevelScorecard,BusinessUnitorDepartmentalScorecards,IndividualScorecards,Shareholder/Parent/Requirements,Whenimplementedwell,thebenefitsofBalancedScorecardcanbesignificant,Seniorexecutivesarefocusedandalignedaroundasmallnumberofcriticalobjectivesandsuccessmeasures.Asimple,singlemanagementreportmakesprogresstowardsfinancial,customer,internalprocessesandlearningobjectivesclearlyvisible.ThePlan-Do-Reviewprincipleestablishesclearaccountabilityforachievingobjectives,forsuccessandfailureTheBSCimplementationestablishesastrategicfeedback/monitoringsystemthatdrivesactionstoexcelincriticalperformanceindicators,Focus,BalancedPerformance,Accountability,ContinuousImprovement,TheBSCProcess,BalancedScorecarddesignisonlyacomponentoftheoverallprocess,ScorecardDesign,ScorecardImplementation/Roll-out,StrategicIntent,Develop&finaliseObjectives,Develop&finaliseMeasures,Determinebaselinesandsettargets,Incorporatescorecardreviewaskeyiteminbusinessmanagementmeetings,Managebusinessaccordingtoscorecard,Review/refinescore-cardonaregularbasisinconjunc-tionwithstrategyreviewprocess,Align/planinitiativesaccordingtoscorecard,DevelopandimplementBUandsectionscorecards,Ensurescorecardalignment,Review&refineonanongoingbasis,ManageBU,sectionetc.accordingtoscorecardformat,Feedbacktohighlevelscorecardtoensurealignment,Corporate/Shareholderinputwhererelevant,CommunicateScorecardtoorganisation,Cascadescorecardtoindividuallevel.Toensureindividualfocusandalignment.,BalancedScorecard,BusinessManagementProcess,TheBusinessManagementProcess(BMP)implementstheBalancedScorecardinaPlan-Do-ReviewCycle,LinktoHigherLevelBSC,Measures,Targets,Objectives,LinktoLowerLevelBSC,LinktoHigherLevelBMP/Report,LinktoLowerLevelBMP/Report,ReviewBSC,TakeAction:InitiativesPlansBudgets,MeasureActualsagainstTargetsCompileReport,Plan-Do-ReviewsessionDetermineRootCausesforVariancesDefineActionSteps,PDRSession,WhatmakesagoodObjectiveorMeasure,WeneedtohaveclearandcommunicateddefinitionsoftheBSCcomponents,Objective:Statementthatdefineswhatwemustdotoachievethevision.Linkedtoourstrategy.Measure:Anumericindicatorthatwillindicatesuccessfulachievementoftheobjective.LeadindicatorIndicatesthelikelihoodofchange(forwardlooking).LagindicatorIndicatethatchangehasoccurred(backwardlooking).Target:Valueofthemeasurethatwewouldliketoachieveinagiventimeframe.Mustbeachievable.,Perspective,A“Good”BalancedScorecardincludesobjectives,measurementsandtargetsthatpromotechange,Example:,Financial,Customer,Internal,Learning,BusinessObjectives,ShareholdervalueProfitNewrevenue,DifferentiationStrategicalliancesCustomerservice,ProductivityNewproductdevelopmentSegmentation,PeoplepolicyAlliancemanagementCustomerfocus,Measurements,%dividendgrowthOperatingMarginRevenuefromnewservices,Targetmarket-shareProfitsfromalliancesCustomersatisfaction,Revenue/workhourProductdevelopmentcycletimeNumberofinitiativestargetedatprofitablesegments,ManagementspanofcontrolNumberof“learning”partnerships”%managementtimeinterfacingwithcustomers,Targets,CPI+X%annuallyTopquartile25%inthreeyears,Numberone$MinfiveyearsNumberonecustomerrating,Best-in-classwithinfiveyearsReducedby50%intwoyears60%withinoneyear,Tripleinthreeyears10infiveyears20%intwoyears,Accountabilities,FinanceDirectorCEOBusinessDevelopmentManager,MarketingDirectorBusinessDevelopmentManagerMarketingDirector,COOResearchandDevelopmentManagerMarketingDirector,HumanResourcesDirectorBusinessDevelopmentManagerCEO,.andclearaccountabilitiestoensureownership.,Theobjectivesdefinewhattheorganisationmustdotoachievethevision,Descriptionofagoodobjective:Linkedto,anddescriptiveofacomponentofthevision/strategy.Relevanttowhattheorganisationwantstoachieve.Actionorientated:Startstatementwithaverb.Measurable:theremustbeamannerinwhichwecandeterminesuccessinachievingtheobjective:Clearandconcise.Understandabletothewholeorganisation.Mustbeabletoassignoverallaccountabilitytoasingleperson.,Measuresmustbethekeyindicatorsthatregisterachievementoftheobjective,TheSMARTcriteriadefinesagoodmeasure:Simplerelativelyeasytoaccess,collateandcalculate.Measurablee.g:numberofhoursworked,linesinstalled,etc.Aactionableabilitytotakeactiononvariancestoplan.Relevantabilitytoinfluencethatwhichisbeingmeasured.Timeousmustbedetermined/measuredasfrequentlyaspossible,orwhenrelevant.thelongerthedelayinmeasuringthelessthechancetoallowtimeous/appropriateaction.,Targetsmustbesetforeachmeasure,anddefinegoalsfortheorganisationtoachieve,Criteriaforagoodtarget:Mustbeachievable.Providesomestretchfortheorganisation.Setforagoodfixedtimeperiod.Determineintermediatevalues,toevaluateprogress.Alignedwithwhattheorganisationwantstoachieve.Supportedbyandhavebuy-inoftheexecutiveteam.,Theobjectives,measures,targetsandaccountabilitiesneedtobedefinedatalllevelsoftheorganisation.,Priority:EffectivelyManageValueAddingProcesses,Formula:Weightedrankingoftotalunitcostofproduction+plantreliabilityindex+totalstaffingindex+computerisedinstrumentationindex+totalmaintenance+sustainingcapitalindex.,Source:SiteLeadership,Foreachobjectiveandmeasurewewilldevelopaprecisedefinition.,Measure:Costexcellencerating,FormulaNotes:Aweightedindexthatgivesaquartileperformancecostexcellenceposition.Weightingstoreflecttheirimportancetoeachbusiness.Categoriesare1stto4thquartileRankings,asdefinedbyexternalconsultantsatleasteveryotheryear,butdoneyearlyAcomparativegroupisdefinedFormulatobedefinedbytypeofplantrelevanttotheirbusinessneedandvalueproposition.Weightingsmayshiftovertime.,UpdateFrequency:Annual,ActiontoImplement:Useblendofindustrystudies(e.g.,Solomon,Mastio,ChemSystems,Townsend),andanalysisofone-on-onecomparisonsvs.leaders.Mayalsousesimplifiedbenchmarksandmodels,asappropriate.,EffectivelyManageValueAddingProcesses:Bethelowcostproviderofproductsandservicesbyachievingcompetitiveexcellenceinallourbusinessprocesses.,EXAMPLE,Objective:,Perspective:InternalprocessesMeasure:Costexcellencerating,.andanapproachtosettingtargets,EffectivelyManageValueAddingProcesses:Bethelowcostproviderofproductsandservicesbyachievingcompetitiveexcellenceinallourbusinessprocesses.,Objective:,FrequencyofMeaningfulUpdateMonthlyAnnuallyQuarterly,Measurementdefinition/formula(SeealsoMeasurementProfile):Weightedrankingoftotalunitcostofproduction+plantreliabilityindex+totalstaffingindex+computerisedinstrumentationindex+totalmaintenance+sustainingcapitalindex.,Approachtosettingtargetsand/ordevelopingmeasureIftargetsexist,identifysource:Targetistobetopquartile.Sites(typesofplants)willneedtoselectthekeyvariables,weightthem,andchooseasuitableexternalbenchmarkingmethodology.Recommendationsneedtobeagreedbybusinessteamsandleadershipteam,Targetsettingresponsibility:Manufacturingleadership/SBU,Accountabilityforresults:Manufacturingleadership,Tracking/reportingresponsibility:Siteleadership,Completiondate:1995(somecouldbereadybyJanuary),LinkagetoBusinesses:Throughbusinessteams,alignedwithSBUstrategy,LinkagetoBTStreams/Initiatives:ManufacturingCapitalinvestmentexcellenceSupplychain,EXAMPLE,ExampleObjectivesandMeasures,Generally,BSCobjectivesfocusaroundkeythemesineachofthefourareas,Financial/ShareholderThemes,Shareholdervalue.ROI.Profitability.Turnover/Revenue.,Learning&InnovationThemes,Attract,retainandmotivateemployees.ClarifyandcommunicateRolesandResponsibility.Buildingskills.Manageresources(leadership).Knowledgemanagement.,InternalProcessThemes,Lowcosts.Productionefficiency.Quality:ISOcompliance.Safety.Productionvolume.Environment.Processeffectiveness.,Customers&PartnersThemes,Retention.Satisfaction.Value-addedtocustomers.,Vision,TheBalancedScorecardshouldcontainabalanceofleadandlagindicators,F1MeetshareholderexpectationsF2ImproveoperatingperformanceF3Achieveprofitablegrowth,ReturnonEquityCombinedRatioBusinessMix,C1ImproveagencyperformanceC2Satisfytargetpolicyholders,Acquisition/Retention(vs.plan)Acquisition/Retention(bysegment),AgencyPerformance(vs.plan)PolicyholderSatisfactionSurvey,I1DeveloptargetmarketsI2UnderwriteprofitablyI3AlignClaimswithbusinessI4Improvedproductivity,BusinessMix(bysegment)LossRatioClaimsFrequencyClaimsSeverityExpenseRatio,BusinessDevelopment(vs.plan)UnderwritingQualityAuditClaimsQualityAuditHeadcountMovementManagedSpendingMovement,L1UpgradestaffcompetenciesL2Accesstostrategicinformation,StaffProductivity,StaffDevelopment(vs.plan)StrategicI/TAvailability(vs.plan),Objectives,Measures,LeadIndicators(PerformanceDrivers),LagIndicators(CoreOutcomeMeasures),Learning,Internal,Customer,Financial,DIRECTOR,TEAMLEADER,QuarterlyTimeWindowTarget,Objectives,measuresandtargetsateachlevelhavetobealignedtop-downandbottom-up,Example:CarManufacturer,Measuresshouldbecascadedaswiththisrailwayutility,ManagingDirector,FunctionalManagers,AreaManagers,DepartmentManagers,SectionManagers,WorkGroup,SupervisorsandStaff,Businessobjective:“92%oftrainstoarrivewithin5minutesofpublishedtime”,Punctuality,%leaveontime,Maintainschedule,Crewavailable,%trainsavailable,Trainsinwronglocation,Trainsrejectedbyoperations,%trainsavailablerightformed,%trainsoperational,%trainspendingwheelsets,%wheelsetstoplan,Wheellathedowntime,ExampleBSC:TelcoSupp.,Client,KeyIssues,TelcoSuppsvisionistobethemostsuccessfullocaltelecommunicationssolutionsprovider,Producerandsupplierofproductsinthetelecommunicationsindustry.Visionistobethemostsuccessfullocally.,Alignmentofleadershiptomeetlong-termgoals.Increasingcustomerdemands.,TheTelcoSuppsBSCobjectivesweredesignedtosupporttheVision,Financial/Shareholder,Deliversustainablegrowthinprofitability.Maximiseshareholdervalue.Ensurefinancialindependencebyfundingfuturegrowthandinitiativesinternally.,OrganisationalLearning,Attractandretainappropriateskills.Developalearningculture.Communicateeffectively.Applyemploymentequityprincipals.Empowerouremployees.Developacompanyteamspirit.Define,communicateandlivethevalues.,Internal,Betheindustrybenchmarkbyanymeasure.InvestintherightprojectstoensureourfutureBecomeacentreofcompetence.Developabalancedrelationshipwiththeparentcompany.,BusinessPartners,Customer:Increasemarketshare.Broadencustomerbase.Improveservicequalitytoexceedcustomerexpectations.Buildlongtermcustomerpartnerships.Alliances:PursuealliancestoenableusinourmarketSuppliers:BuildlongtermsupplierrelationshipsCommunity:ActivelysupportSouthernAfricandevelopment,Ameasurementsystemwillassessprogresstowardstheobjectives.,Benefits,Concerns,CommentsonTelcoSuppsBSC,Cascadedintotheorganisationtocreatefocus.ParentcompanyhasadoptedBSCconceptandsuggestedBSCdevelopmentandimplementationforotherdivisions.Strongbusinesspartnerandorganisationallearningfocus.,Highnumberofobjectives(21).Accountabilitiesrestwithafewindividuals.,BalancedScorecardComments,TelcoSuppsBSCmeasuresandaccountabilities,Objectives,Financial,Deliversustainablegrowthinprofitability,Maximiseshareholdervalue.,AgreedMeasure(s),Operativeprofitonturnover.ROCE.,EVA.,Ensurefinancialindependencebyfundingfuturegrowthandinitiativesinternally.,Cashflow,Accountability,FinancialDirector,FinancialDirector,FinancialDirector,BusinessPartners,Objectives,MarketShareIndex(aggregatesegments),Customerssupplierevaluations.Customersurveys(includesapreferredsupplierassessment.),Numberofcustomerscontributing5%ofturnoverovertotalcustomers,Increasemarketshare.,Broadencustomerbase.,Improveservicequalitytoexceedcustomerexpectations.,Buildlongtermcustomerpartnerships.,Pursuestrategicalliancestoenableusinourmarket.,ActivelysupportSouthernAfricandevelopment.,Marketshareinspecificbusinesssegments(asmeasuredintheMarketShareIndex),ValueofbusinessviaBlackEconomicEmpowermentcompanies.IPPcredits.,%purchasevolumeviaframeagreements,Buildlongtermsupplierrelationships,AgreedMeasure,MarketingDirector,MarketingDirector,MarketingDirector,MarketingDirector,FinancialDirector,FinancialDirector,Accountability,Customers,Allian-ces,Supp-liers,Comm-uniry,TelcoSuppsBSCmeasuresandaccountabilities(cont.),MarketingDirector,OrganisationalLearning,Objectives,StaffturnoverNumberofunfilledpositions,Trainingandeducationexpenditureas%ofpayroll.,RefertoQualityMeasurementSystem.,Attractandretainappropriateskills.,Developalearningculture.,Communicateeffectively.,Applyemploymentequityprincipals.,Empowerouremployees.,DevelopaSiemensteamspirit.,Define,communicate&livethevalues.,%Blackstaffpenetration.%Blackandgenderrepresentivity.,AgreedMeasure,RefertoQualityMeasurementSystem.,RefertoQualityMeasurementSystem.,RefertoQualityMeasurementSystem.,HRDirector,HRDirector,HRDirector,HRDirector,HRDirector,HRDirector,HRDirector,ExecutiveAccountability,ExampleBSC:ChemCo,Client,KeyIssues,ChemConeededastrategytomanageadiverseportfolioinahighlycyclicalmarket,Manufacturerofpetrochemicals:PolymersandmonomersforuseasindustrialfeedstocksPrimarilycommodityproductsApproximately6000employeesOneyearintoatwoyearBusinessTransformationproject,Highlycyclicalmarket.Widevarietyofproductandcustomertypeswithintheportfolio.Majorleadershipchangeunderway.,Shareholder,Customer,InternalProcessesSociety,EmployeeLearning&Growth,DevelopaLearningOrganisation,FocusonMarginEnhancement,StrivetoContinuousEnhancement,ManageValueAddingProcessEffectively,ChampionResponsibleCare,FosterProductStewardship,DemonstrateCommunityLeadership,ProvideCustomerValue,DevelopTotalBusinessRelationships,BuildFinancialStrength,AchieveProfitableGrowth,DeliverResultstoShareholder,CreateaClimateforResults,ChemCosBalancedScorecardtranslatedthefirmsstrategyintostrategicobjectivesacrossfiveperspectives,Benefits,Concerns,CommentsonChemCosBSC,Definedlinkagestoultimatelyprovideshareholderreturns.Introduced“society”dimensiontoindicatecommunityresponsibility.Reducefocustothirteenkeyobjectives.,BalancedScorecardComments,Broadandgenericobjectivesandmeasures:Notspecifictotheorganisation.Couldapplytoothercompanies.,EmployeeLearning&GrowthPerspective,SocietyPerspective,InternalProcessesPerspective,ShareholderPerspective,CustomerPerspective,Theobjectivesweretranslatedintointoasetofkeystrategicmeasures,Providesuperiorvaluetoourcustomersbysupplyingthemwithproductsandservicesthatmeettheirneeds(totalvaluepackage).Formrelationshipswithcustomerswhichallowustofullyunderstandandaddresstheirneeds.,C1ProvideCustomerValueC2DevelopTotalBusinessRelationships,SH1DeliverResultstoShareholdersSH2BuildFinancialStrengthSH3AchieveProfitableGrowth,Definition,StrategicPriority,Developanduseourleadershiptoempowerandgaincommitmentfromallemployeesthusachievingexceptionalbusinessresults.ImproveourskillsandknowledgebydevelopingpeopleandadaptingbestpracticesfoundwithinChemCoandfromexternalsourcestorealiseallofourpriorities.,Bealeaderinourindustrybyourachievementsinsafety,health,environmentandriskmanagement.Qualifyasanindustryleaderbydevelopingmutuallysupportiverelationshipswiththecommunitiesinwhichweconductbusiness.Integratehealth,safety,environment,economic,andethicalconsiderationsateverystageinthelifecycleofourproducts.,Effectivelymanagetheselectionofcustomersandproductofferings(includingtechnology&service)soas